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Table of Contents
1.0 Executive Summary...............................................................................................................................1
Chart: Highlights..................................................................................................................................2
1.1 ission...............................................................................................................................................2
1.2 !eys to Success..................................................................................................................................2
1." #b$ectives.........................................................................................................................................."
2.0 #rgani%ation Summary.........................................................................................................................."
2.1 &egal Entity........................................................................................................................................"
2.2 Start'u( Summary..............................................................................................................................)
Chart: Start'u(......................................................................................................................................*
Table: Start'u(.....................................................................................................................................*
..............................................................................................................................................................*
2." &ocations an+ ,acilities.....................................................................................................................-
".0 Pro+ucts..................................................................................................................................................-
".1 Pro+uct .escri(tion.........................................................................................................................../
".2 0lternative Provi+ers.........................................................................................................................1
"." Printe+ Collaterals..............................................................................................................................1
".) Sourcing.............................................................................................................................................1
".* Technology........................................................................................................................................1
".- ,uture Pro+ucts..................................................................................................................................1
).0 ar2et 0nalysis Summary....................................................................................................................3
).1 ar2et Segmentation.........................................................................................................................3
Table: ar2et 0nalysis......................................................................................................................10
).2 Target ar2et Segment Strategy.....................................................................................................11
).2.1 ar2et Tren+s...........................................................................................................................11
).2.2 ar2et 4ro5th..........................................................................................................................11
).2." ar2et 6ee+s............................................................................................................................12
)." Service Provi+ers 0nalysis..............................................................................................................12
).".1 .istribution Patterns.................................................................................................................12
).".2 0lternatives an+ 7sage Patterns...............................................................................................12
)."." ain 0lternatives......................................................................................................................1"
).".) Promotion Strategy...................................................................................................................1)
).".* #rgani%ation Partici(ants..........................................................................................................1)
*.0 Strategy Pyrami+..................................................................................................................................1*
*.1 8alue Pro(osition.............................................................................................................................1-
*.2 ,un+raising Strategy........................................................................................................................1-
*.2.1 ,un+raising Programs...............................................................................................................1-
*.2.2 ,un+ing ,orecast.......................................................................................................................1-
Chart: ,un+ing onthly................................................................................................................1/
Table: ,un+ing ,orecast................................................................................................................11
*." ar2eting Strategy...........................................................................................................................11
*.".1 .istribution Strategy.................................................................................................................13
*.".2 ar2eting Programs..................................................................................................................13
*."." Positioning Statement...............................................................................................................13
*.".) Pricing Strategy.........................................................................................................................13
Page 1
Table of Contents
*.) Com(etitive E+ge.............................................................................................................................13
*.* Strategic 0lliances...........................................................................................................................20
*.- ilestones........................................................................................................................................21
Table: ilestones...............................................................................................................................21
Chart: ilestones...............................................................................................................................21
-.0 9eb Plan Summary.............................................................................................................................22
-.1 9ebsite ar2eting Strategy............................................................................................................22
-.2 .evelo(ment :e;uirements.............................................................................................................22
/.0 anagement Summary........................................................................................................................22
/.1 #rgani%ational Structure..................................................................................................................22
/.2 anagement Team...........................................................................................................................2"
/." anagement Team 4a(s.................................................................................................................2"
/.) Personnel Plan..................................................................................................................................2"
Table: Personnel.................................................................................................................................2)
1.0 ,inancial Plan.......................................................................................................................................2)
1.1 <m(ortant 0ssum(tions....................................................................................................................2)
Table: 4eneral 0ssum(tions..............................................................................................................2)
1.2 !ey ,inancial <n+icators..................................................................................................................2)
Chart: =enchmar2s.............................................................................................................................2*
1." =rea2'even 0nalysis........................................................................................................................2*
Table: =rea2'even 0nalysis...............................................................................................................2-
Chart: =rea2'even 0nalysis...............................................................................................................2-
1.) Pro$ecte+ Sur(lus or .eficit.............................................................................................................2-
Chart: Sur(lus onthly......................................................................................................................2/
Chart: Sur(lus >early........................................................................................................................2/
Chart: 4ross Sur(lus onthly...........................................................................................................21
Chart: 4ross Sur(lus >early..............................................................................................................21
Table: Sur(lus an+ .eficit.................................................................................................................23
................................................................................................................................................................23
Table: Cash ,lo5..............................................................................................................................."0
Chart: Cash........................................................................................................................................."1
1.- Pro$ecte+ =alance Sheet..................................................................................................................."2
Table: =alance Sheet.........................................................................................................................."2
1./ Stan+ar+ :atios................................................................................................................................"2
Table: :atios......................................................................................................................................""
Table: ,un+ing ,orecast..............................................................................................................................1
......................................................................................................................................................................1
Table: Personnel...........................................................................................................................................2
......................................................................................................................................................................2
Table: 4eneral 0ssum(tions........................................................................................................................"
Page 2
Table of Contents
......................................................................................................................................................................"
Table: Sur(lus an+ .eficit...........................................................................................................................)
......................................................................................................................................................................)
Table: Cash ,lo5.........................................................................................................................................*
Table: =alance Sheet....................................................................................................................................-
Page "
Catering for !i+s
9.+ C6ecutive #ummary
'right )uture Youth and )amily #ervices is a private nonprofit organiDation that serves more
than =,+++ children, youth and families each year in Lane 1ounty, Eregon. We provide a
continuum of services ranging from prevention to treatment for clients ranging in age from two
to *F. Eur agency also works closely with, and helps shape, the major systems that impact the
young people and families in our community and state. You will find us involved in such diverse
areas as mental health, juvenile justice, positive youth development, education, and work
readiness.
.he 1hambers #chool and 1areer 1enter is one of ten ta6:e6empt nonprofit programs of 'right
)uture Youth and )amily #ervices. Eur mission is to assist at:risk youth in the
CugeneG#pringfield area in becoming productive citiDens by providing a learning and work
environment where they feel challenged, respected, and accountable as they strive to meet the
demands of adulthood. We have a staff of appro6imately *2+ employees and also utiliDe
several volunteers each year who play a vital role in the organiDation. 'right )uture prides itself
on its diversity of funding sources that make for a fiscally strong organiDation. Agency revenues
come from governmental contracts, charitable gifts, Anited Way funding, and fees for service.
1hambers #chool is proud to be the premier provider of at:risk youth alternative education and
career assistance in Lane 1ounty, and seeks to make this e6perience even more valuable for its
clients. .his is done through a series of curricula funded by the Lane Workforce artnership,
Eregon Youth 1onservation 1orps, Eregon Bepartment of Human 7esources, and the local
school districts. .he most recent program we have developed is a culinary arts program in
which students learn about food preparation and safe handling and then put this knowledge to
use by preparing lunches for their peers at the 1hambers #chool. After completing the <:week
curriculum, students are placed with a local food service business for a >+:hour practical
training where they can continue to develop their skills. 1urrently, the culinary arts program is
available to five students per <:week school term, or appro6imately *2 students per year.
#tudents enrolled in the program are selected because of their sincere interest in the culinary
field and their e6cellent attendance.
After a successful first year of operating the culinary arts program, we are looking to e6pand
the program further. 'y developing the program into a full day program of academics and
culinary arts training, we can develop an entrepreneurial curriculum that will allow our students
to gain an insight into the operation of a small business. #pecifically, by launching a lunch bo6
catering business $called the 1atering )or Iids&, we could offer our students the opportunity to
gain valuable work e6perience for which they can earn both school credit and a stipend, ac-uire
entrepreneurial business skills and achieve a real sense of accomplishment. According to the
5ational )oundation for .eaching Cntrepreneurship, entrepreneurial training can help foster in
students a sense of vision and personal responsibility for their future, creating a beneficial
effect on self:esteem and outlook.
However, major challenges face 1atering )or Iids in the future. .hese include the need to!
9. )und the program, including possible e6pansion of the e6isting commercial kitchen or lease
of a larger kitchen off:campus.
*. Cmploy additional staff to teach the afternoon curriculum.
J. urchase the additional food inventory re-uired to launch the catering business.
Page 1
Catering for !i+s
.he 'oard of Birectors, staff, and volunteers of 'right )uture continue to work toward providing
a -uality e6perience in the most effective and efficient manner possible with optimism for the
future of this program.
1hart! Highlights
9.9 Kission
1atering )or Iids is dedicated to providing at:risk youth with an opportunity to gain work
e6perience and transferable skills by providing our customers with healthy, homemade foods
and e6cellent service at reasonable prices. Cmployees of 1atering )or Iids will be students who
are enrolled in the culinary arts program at the 1hambers #chool and 1areer 1enter and are
interested in gaining work e6perience in the restaurant and food services industry. .he
e6periences the students have while participating in this program will assist them in making the
transition from school to work and will allow them to develop entrepreneurial skills that will be
transferable to any job in the future.
9.* Ieys to #uccess
1ultivate an identity $brand& for the 1atering )or Iids business in the CugeneG#pringfield
community.
C6pand our customer base into new areas within CugeneG#pringfield.
Hire a year:round business manager for the catering business, thereby providing student
employment twelve months of the year.
C6pand the donorGcorporate partner base and corporate contributions that add to the
financial resources of 1hambers #choolLs programs.
rovide students with entrepreneurial job skills that can open doors to future employment
opportunities.
Ac-uire additional e-uipment to support future growth and offer greater fle6ibility, leading
to e6panded services offered by 1atering )or Iids that will further the goal of providing
valuable work opportunities for homeless and at:risk youth.
Page 2
Catering for !i+s
9.J Ebjectives
Cnroll appro6imately *2 1hambers #chool students for stipend and school credit based
positions in the ne6t school year.
#erve a sufficient number of clients to break even financially, covering pay for student
employees, staff and all inventory e6penses.
Kove from serving internal clients of 'right )uture to e6ternal clients, especially other
nonprofit organiDations.
Bevelop an entrepreneurial curriculum for the culinary arts program and other students of
1hambers #chool.
*.+ ErganiDation #ummary
.he 1hambers #chool and 1areer 1enter is an accredited alternative school, offering education
and vocational training for out:of:school youth, ages 9F to *9.
Eur mission is to help prepare young adults to become productive citiDens by providing a work
and learning environment where they feel challenged, respected, and accountable as they strive
to meet the demands of adulthood.
.he program is funded by the Lane Workforce artnership, Eregon Youth 1onservation 1orps,
Bepartment of Human 7esources, and the local school districts.
#ervices!
1omprehensive career and basic skills assessment.
'asic skills instruction $reading, writing, and math&.
1redit recovery toward a high school diploma.
Meneral Cducation Bevelopment $MCB& instruction.
'asic computer skills instruction.
arenting and life skills instruction for pregnant and parenting teens through the .een
arent rogram.
re:Cmployment skills training and job search assistance and placement.
Work e6perience and credit recovery through Lane:Ketro Youth 1orps and 'right )uture,
,nc., an electronic assembly training program.
Work:based learning opportunities.
Access to community resources.
Assistance with transportation, job search clothing, child care, and MCB testing fees.
,ndependent Living #kills rogram for youth in foster care.
Cligibility! Academic rogram, youth ages 9F to *9@ Lane:Ketro Youth 1orps, youth ages 9F to
*F@ and 'right )uture ,nc., youth ages 9> to *+.
#taff! .he staff are e6perienced employment and training professionals. 1lassroom instructors
are certified teachers with e6perience working with youth from various backgrounds, needs and
abilities.
*.9 Legal Cntity
'right )uture Youth and )amily #ervices is a 2+9$c&J ta6:e6empt not:for:profit organiDation
that provides the children, youth and families of Lane 1ounty with a full range of
Page "
Catering for !i+s
human services, from prevention to treatment. 1reated in 9<=+, 'right )uture is committed to
serving youth and offers innovative programs that span the field of mental health, juvenile
justice, employment and education. We deal with such critical issues as homelessness,
substance abuse, delin-uency, child abuse, delayed education and unemployment. We also
strive to uphold the following values!
roviding -uality services to all of our clients, regardless of age, se6, race, color, religion,
national origin, se6ual orientation, mental or physical disabilities or ability to pay for
services.
#howing sensitivity and caring.
'eing accountable and responsive.
ursuing professional e6cellence.
Effering a fulfilling work e6perience and professional development for its employees.
'right )uture is made up of ten programs that serve the varied needs of the community,
including!
Adolescent 7ecovery rogram! Eutpatient drug and alcohol treatment for youth ages 9; and
younger.
1rosstown 1ounseling 1enter! Eutpatient mental health services for children ages two to
*9, and their families.
'rooks Cvaluation and .reatment 1enter! #hort:term residential services for girls ages 99 to
9=.
1enter oint #choolhouse! Academic and therapeutic services for youth with mental health
issues ages 99 to 9=.
,n 7oads! .ransitional and independent living for homeless youth ages 9F to *9.
5ew Birections! 7esidential alcoholGdrug treatment and education for Lane 1ounty juvenile
offenders ages 9* to 9;.
1hambers #chool and 1areer 1enter! #chool:to:work program for out:of:school youth ages
9F to *9.
#tation <! Cmergency shelter and *F:hour crisis intervention for runaway and homeless
youth ages 99 to 9=.
#tepping #tones! 1ommunity:based residential treatment for boys ages 9* to 9;.
#umner .ransition #helter! *F:hour supervised group living for young men ages 9* to 9=.
.oday, 'right )uture has the reputation for being a leader in the nonprofit sector with its state:
of:the:art services and business:like operations. 'right )uture, and the 1hambers #chool and
1areer 1enter, are proud of the role we play as a member of the community.
*.* #tart:up #ummary
Eur start:up costs primarily cover inventory costs, marketing materials, and the services of a
business consultant from the Aniversity of Eregon. .he assumptions are shown in the following
tables and chart. We will use e6isting assets in order to keep start:up e6penses and need for
capital assets down in the early stages of operation.
Page )
Catering for !i+s
1hart! #tart:up
.able! #tart:up
Start-up
Requirements
Start-up Expenses
Dept. of Health Fees $75
Brochures $655
onsultants $!"###
$ease %ommercial &itchen' $(("#76
Expense) Equipment $(##
Soft*are $6+5
,otal Start-up Expenses $(+"55(
Start-up -ssets
ash Require) $(5"++.
Start-up /n0entor1 $#
2ther urrent -ssets $#
$on3-term -ssets $#
,otal -ssets $(5"++.
Total Requirements $4#"###
Page *
Catering for !i+s
.able! #tart:up )unding
Start-up Funding
Start-up Expenses to Fun) $(+"55(
Start-up -ssets to Fun) $(5"++.
,otal Fun)in3 Require) $4#"###
-ssets
5on-cash -ssets from Start-up $#
ash Requirements from Start-up $(5"++.
-))itional ash Raise) $#
ash Balance on Startin3 Date $(5"++.
,otal -ssets $(5"++.
$ia6ilities an) apital
$ia6ilities
urrent Borro*in3 $#
$on3-term $ia6ilities $#
-ccounts 7a1a6le %2utstan)in3 Bills' $#
2ther urrent $ia6ilities %interest-free' $#
,otal $ia6ilities $#
apital
7lanne) /n0estment
8rantor ( $4#"###
2ther $#
-))itional /n0estment Requirement $#
,otal 7lanne) /n0estment $4#"###
$oss at Start-up %Start-up Expenses' %$(+"55('
,otal apital $(5"++.
,otal apital an) $ia6ilities $(5"++.
Total Funding $4#"###
*.J Locations and )acilities
1atering )or Iids will be located inside the 1hambers #chool and 1areer 1enter at 9J<+ Ieasey
'oulevard in Cugene, Eregon. .he school facility includes a commercial kitchen that is licensed
by the Eregon Bepartment of Human #ervices to serve the public. 1urrently, the kitchen is
used by the culinary arts program to prepare and serve breakfast and lunch for students during
each school year.
J.+ roducts
.he 1atering )or Iids will offer its clients a variety of healthy, fresh lunch options. .hese
options are described in detail in the following section. Eur menu will be reviewed and modified
regularly, allowing us to constantly provide new and appealing bo6ed lunch options for business
meetings.
Page -
Catering for !i+s
J.9 roduct Bescription
1orporate customers demand that food and presentation -uality be consistently high, which is
why 1atering )or Iids will strive to maintain the best -uality possible. )or e6ample, our
ingredients include e6cellent products like .illamook cheeses, La etite 1roissant 'akery
breads, 1ollege 1ity coffee and KartinelliLs sparkling apple juice. Eur cookies are fresh baked
daily and each bo6ed lunch is packed with the utmost care in environmentally responsible
packaging. #andwiches are hand:wrapped in deli paper and are closed with our signature label
and thank you card, a sign of ongoing committment to serving only the best:-uality foods and
to giving at:risk youth in the CugeneG#pringfield area the opportunities they deserve.
&ood Prod'ct (escriptions
'o6ed lunches! a sandwich or salad with dressing packet, deli salad $i.e. pasta salad or cottage
cheese, cinnamon and fresh fruit&, fresh seasonal fruit, chips and a cookie. #andwich or salad
options will include!
7oast beef and havarti dill sandwich@
Avocado, smoked turkey, lettuce and tomato sandwich@
1hicken caesar salad sandwich@
1hicken salad with red grapes croissant sandwich@
Marden hummus and provolone sandwich@
Hawaiian sunrise with turkey ham@
ear, walnut and goat cheese salad.
'uffet style lunches!
arty platters of meats, cheeses, breads, fruit, condiments, chips and dessert@
#andwich wrap platters with several deli salad options, fruit, chips and dessert@
'aked potato bar with toppings, macaroni salad, fruit and dessert@
Lasagna bar $including several types& with french bread, salad and fruit and desert@
.aco salad bar with fresh toppings, taco shells and fresh salsas.
'oth styles of lunch catering will include vegetarian, low:fat, dairy:free and allergy:free options
and we plan to modify individual meals at our customerLs re-uest. Eur desserts include freshly
baked cookies and dessert bars. 1hips will be 9:9.2oD. store:bought packages with a variety of
popular flavors available. Cach lunch bo6 will include one package each of mayonnaise,
dijonaise deli mustard, a plastic fork, our trademark blue straw and thank you card, a napkin
and a Cuphoria chocolate. #alads will come with the customerLs choice of dressings, packaged
on the side. We will offer one variety of dressing that is homemade in our kitchen@ others will
be store:bought individual packets.
'everages will be available for purchase and will include a variety of fruit juices, sparkling water
and soda.
'oth buffet and bo6ed style lunches must be ordered three days in advance so that our staff
has ade-uate time to prepare the meal. A minimum order of 9+ is re-uired for all buffet style
lunches. .here will be no minimum for bo6ed lunch orders.
Page /
Catering for !i+s
J.* Alternative roviders
A number of other caterers offer bo6ed lunches for business clients. However, none of these
businesses specialiDe in serving the nonprofit sector, nor are they themselves a nonprofit that
benefits the local community. 1atering )or Iids will specialiDe in developing e6cellent
relationships with its nonprofit clientele. We believe that this uni-ue position, combined with
competitively priced, fresh, high:-uality meals will set 1atering )or Iids apart as the premier
caterer for the Lane 1ounty nonprofit sector.
J.J rinted 1ollaterals
Literature used by 1atering )or Iids will include our organiDationLs goals, logo, website and
physical addresses as well as a sincere thank you to our customers for supporting our
organiDation. Eur menu, for e6ample, is an e6cellent e6ample of the type of literature that we
are proud to use to promote our business.
J.F #ourcing
)ood products for meal preparation will be purchased by the 1atering )or Iids marketing
manager at local grocery wholesalers, either 1ostco or Anited Mrocers using a business
account.
#taff to prepare the food will be current students of the 1hambers #choolLs 1ulinary Arts
rogram. .hese students will receive a stipend for their work as well as school credit.
)ood preparation will be supervised by the 1hambers #choolLs 1ulinary Arts instructor.
Kanagement of 1atering )or Iids itself, including finances, marketing and building client
relationships, will be handled primarily by a paid part:time staff member.
J.2 .echnology
#o far, only three Cugene caterers offer online ordering, which means that the primary methods
of ordering catered lunches in CugeneG#pringfield is still by phone or fa6. 1atering )or Iids will
offer fa6Gphone ordering with either trained students or staff taking orders with a minimum two
days in advance of delivery. Buring this first year, 1atering )or Iids will primarily serve 'right
)uture internal customers only and online ordering will be unnecessary. However, in the long
term as more customers become used to ordering lunch online, 1atering )or Iids may update
its website to receive online orders.
Buring year two, 1atering )or Iids will have a website that includes its complete menu and
contact information. We will include this website address on as many printed materials as
possible. )or e6ample, our thank:you notes, which will be included in every bo6ed lunch, will
have our website address printed on them. .he administrative offices of 'right )uture currently
updates and maintains the organiDationLs websites and we anticipate that this department will
also handle the design and creation of the 1atering )or Iids website.
J.> )uture roducts
As our business grows, we foresee the need to e6pand our current kitchen, which may mean
opening a second location in which students can work to prepare meals and receive instruction.
.his additional kitchen must meet strict guidelines set forth by the Bepartment of Human
#ervices and will re-uire our students to be transported to and from this location under adult
Page 1
Catering for !i+s
supervision. However, this second location will allow 1atering )or Iids to allow an even greater
number of at:risk youth to gain valuable work e6perience before they graduate, thus furthering
the ultimate goal of 1atering )or Iids.
F.+ Karket Analysis #ummary
According to the Cugene Area 1hamber of 1ommerce, NOaPt the heart of the Cugene economy
are the homegrown small and medium:siDed businesses. Kost of CugeneLs businesses employ
fewer than *+ workers. )rom specialty retail shops to financial service firms, from management
consultancies to ethnic groceries, CugeneLs small business community is diverse, active,
thriving and well:supported. ,ncluding sole proprietorships and limited partnerships, there are
more than 9+,+++ businesses in and around Cugene.N CugeneG#pringfieldLs population has
grown J.<23 on average since 9<<; and this new growth has meant new businesses and
e6panding opportunities for catering companies who can serve these businessesL needs.
1atering )or Iids anticipates that CugeneG#pringfield businesses have unmet demand for
catered lunch meetings and other events. And unlike other restaurant and food:related
businesses, business to business catering is not as cyclical as business to consumer catering.
'usinesses continue to have lunch meetings and employees who wish to purchase their lunches
year round. ,n order to gain some insight into the market siDe and demand, we undertook some
limited market research. An email survey was sent to 9FF Lane 1ounty nonprofit organiDations
that re-uested their current or future demand for catering services and their interest in
patroniDing a nonprofit catering business. We received many responses like the ones that
follow.
N, think that this is a great idea and could be a good resource for the community.
#pringfieldGCugene Habitat for Humanity does not host many lunchtime meetings, however
there is a group of about 9J or 9F C6ecutive Birectors of Habitat affiliates that meet here about
every three months that might use your service.N : #usan 'rown, Qolunteer 1oordinator,
CugeneG#pringfield Habitat for Humanity
N...if we do have an event that we need catering we will call your program first. We have a
policy of using nonprofit organiDations for services first.N : 'ob #mith, C6ec Bir, acific Youth
1orps of Eregon
NEur needs for catering are not very large, maybe a few times a year. However, you may
contact me to discuss the program. Ky son attends 1hambers #chool and , would welcome
hearing more details.N : Kark West, Lane 1ounty Agricultural Kuseum
NWe do have Meneral Kembership Keetings where we re-uire a venue for 2+ to 9++ people. ,Lm
not involved with arranging the meetings but do know that our organiDation is in need of a
place to meet where food and beer can be served. erhaps you will hear from Bave : , think the
first meeting is usually in Ectober.N : Cmily, Mraduate .eaching )ederation Effice
F.9 Karket #egmentation
1atering )or Iids will serve three primary groups of customers. As our business grows, we will
begin serving these groups in the order listed below as each new customer group represents a
larger step into the community and therefore re-uires 1atering )or Iids to differentiate itself
further from local for:profit caterers. All of our target customers may be defined as corporate
clients who are continually looking for new, refreshing meals to eat at recurring lunchtime
meetings.
Page 3
Catering for !i+s
9. ,nternal 'right )uture 1ustomers!
'oard of Birectors meetings, serving J2:F2 meals per month in either a buffet or lunch bo6
format.
'oard #ub:committee meetings, serving F+:2+ meals per month in either a buffet or lunch
bo6 format.
'right )uture 1ounseling 1enter meetings, serving appro6imately *2 meals each week in
either a buffet or lunch bo6 format.
Kiscellaneous meetings throughout the 'right )uture organiDation, which has over *2+
employees on staff.
7olling cart lunch service at various 'right )uture locations in CugeneG#pringfield, serving
bo6ed lunches and beverages only.
*. 5onprofit C6ternal 1ustomers!
1atered meetings held by other nonprofit clients.
J. )or:profit C6ternal 1ustomers!
7olling cart bo6ed lunch and 1ollege 1ity coffee service in local government or private
sector offices that are underserved by local restaurants and coffee shops.
.able! Karket Analysis
Market Analysis
9ear ( 9ear ! 9ear 4 9ear + 9ear 5
7otential ustomers 8ro*th -8R
/nternal ustomers (: ( ( ( ( ( #.##:
5onprofit External ustomers (4: (4 (4 (5 (7 (. ...5:
For-profit External ustomers +: + + + + + #.##:
Total 7.+6: (; (; !# !! !+ 7.+6:
1hart! Karket Analysis $ie&
Page 10
Catering for !i+s
F.* .arget Karket #egment #trategy
1atering )or IidsL target market segment is nonprofit customers $including internal customers&.
We plan to target this group for several important reasons. )irst, we are a nonprofit
organiDation and believe that we are better positioned to serve the needs of other nonprofits.
#econdly, we believe that nonprofit organiDations are more likely to try and continue to use a
fellow nonprofit for catering services. And thirdly, we do not intend to jump into the commercial
catering market in direct competition with for:profit caterers. ,nstead, this is a long:term
growth opportunity that 1atering )or Iids may e6plore in the future. 'y postponing this direct
competition, we believe our organiDation will be better able to remain focused on our primary
objective! serving at:risk youth in Lane 1ounty.
F.*.9 Karket .rends
#ignificant market trends for caterers are as follows!
1onsumers are value:conscious, especially during the current economic climate.
1onsumers are health:conscious with an increasing number e6pecting vegetarian, dairy:
free, low:fat, sugar:free and organic options to be available.
1onsumers are eating less red meat and eggs and more poultry, fish, grains, fruit and
vegetables $Eklahoma 1ooperative C6tension #ervice http!GGwww.dasnr.okstate.eduGocesG&.
,ncreasing numbers of households are choosing to buy prepared food rather than cook at
home, which may indicate that fewer employees are bringing lunches to work.
F.*.* Karket Mrowth
According to the 5ational 7estaurant Association, the restaurant industryLs share of the food
dollar is currently F>.9 percent and is e6pected to reach 2J percent in *+9+. Kore and more
Americans are choosing to buy prepared food, rather than make it themselves. As caterers are
a part of this industry, they are also likely to see an increase in the number of traditional meal
catering engagements as fewer business people bring a lunch to work each day.
Page 11
Catering for !i+s
5onprofit or ta6:e6empt organiDations have also grown in number across the country, up JF3
since 9<;* according to .he 5ew 5onprofit Almanac by ,ndependent #ector.org. En average,
the number of nonprofits increases by 9*.>3 every five years and as 1atering )or IidsL primary
target market, this means that the potential for new customers and increased revenue is
growing.
F.*.J Karket 5eeds
.he CugeneG#pringfield market has an ongoing need for consistently good -uality, healthy food
at competitive prices. When customers can fulfill this need and at the same time, believe that
they are making a difference in their community, the choice of caterers becomes obvious. .hey
will choose 1atering )or Iids over the competition.
F.J #ervice roviders Analysis
.he catering industry is highly competitive and is made up of large numbers of independent
participants. .hese participants serve the local corporate, social andGor cultural clientele,
though some find uni-ue niches such as a local university or school district. )ood costs are
generally -uite low, with most of a catererLs e6penses attributed to labor and overhead.
Bemand for catering services depends on local population siDe, number of businesses and
cultural institutions and standard of living. However, over time, more Americans are choosing to
pay for prepared food rather then cooking at home : a positive sign for the catering and
restaurant industries alike. #ome e6perts predict that by *+9+, 2J3 of AmericanLs food budgets
will be spent on food prepared outside of their own kitchens, presenting an interesting
opportunity for caterers $5atLl. 7estaurant Association, http!GGwww.restaurant.orgG&.
F.J.9 Bistribution atterns
All 1atering )or Iids bo6ed or buffet style catered lunches will be prepared on:site at the
1hambers #chool and 1areer 1enter. )rom there, food will be loaded into coolers and
transported by a staff person to the delivery site. )uture plans call for bo6ed lunches that are
sold by rolling cart within individual office buildings and will be prepared and transported in the
same manner. However, they will be sold at a pre:determined time at local offices and parked
or rolled through pre:arranged areas and will consist primarily of meals that were not pre:
ordered.
Ether industry participants operate in much the same manner. ,n the CugeneG#pringfield area,
caterers are primarily operated under the auspices of a restaurant or cafe. )ood is ordered
through the restaurantLs staff, or sometimes a separate staff, and food is prepared in the
restaurant kitchen.
F.J.* Alternatives and Asage atterns
1orporate customers look for several -ualities in caterers including!
Mood -uality foods.
7eliable and consistently high:-uality service.
Mood value for money.
7eputation and positioning of caterer.
Although a number of caterers are currently serving the CugeneG#pringfield market, 1hambers
#chool is in a uni-ue position to provide its clients with all of the above -ualities plus the benefit
Page 12
Catering for !i+s
of knowing that they are helping at:risk youth and a fellow nonprofit organiDation. 'ecause
principles are very important to most nonprofit organiDations, we believe that as long as we can
maintain the above characteristics, nonprofit catering customers will choose our service over
other local services because of the benefit it has for the community.
F.J.J Kain Alternatives
.here are several caterers in town that will compete directly with 1atering )or Iids for
business, once we grow beyond serving our internal organiDation customers only. .he key
alternative caterers are!
)f *rape + *rain, which specialiDes in deli style bo6ed lunches and cafe:style dining. .his
is the caterer currently used by 'right )uture.
Cra%ings &ine &oods, which specialiDes in event planning and cafe:style dining but which
also offers deli style corporate bo6ed lunches.
Ariana,s (eli $owned by Alpine 1atering&, which features online ordering of deli style bo6ed
lunches for delivery.
&et'ccini and Co. , which also features online ordering of deli style bo6ed lunches for
delivery.
The *arden (eli, which also features online ordering of deli style bo6ed lunches for
delivery.
-apoli .esta'rant, which features ,talian style bo6ed lunches with a limited menu and no
delivery.
Brindiamo Catering, which features high:end bo6ed lunches with delivery, table decor and
waitstaff.
/ild ('ck Brewery, which features hot and cold bo6ed lunches as well as bo6ed salads
and offers delivery for a small fee.
)regon 0lectric Station, which specialiDes in high:end events such as weddings and
corporate parties.
Alpine Catering, a full service caterer.
)akway Caterers
#everal of the above caterers, such as 5apoli 7estaurant, have a primary focus of operating
their restaurant and may not put as much emphasis on catering details. Ethers, like Wild Buck
'rewery, are focused primarily on large events and re-uire a 92 person minimum for service.
#till others, like 'rindiamo 1atering, are focused on very high:end customers and are out of the
price range of many nonprofit organiDations at over R9* per person. .herefore, 1atering )or
IidsLs primary competitors are the smaller, deli:style caterers, such as Ef Mrape S Mrain and
ArianaLs Beli, whose prices are around R2:= per person and who can be fle6ible with catering to
small, less formal meetings.
.here are also a number of low:end caterers that will compete with 1atering )or Iids even
before we grow beyond our internal clients, as these caterers are currently used by some 'right
)uture programs now. .hese include!
1ocal and national grocery stores chains such as AlbertsonLs that will make made:to:
order deli submarine sandwiches, chips and sides.
1ocal and national sandwich fast"food chains such as .ogoLs and TuiDnoLs. Like grocery
stores, these stores will also make made:to:order sandwich based meals that include chips
and a beverage.
Page 1"
Catering for !i+s
Although these providers offer low:cost fare, they are unable to offer much in the way of
custom menu planning and do not differentiate between retail consumers and business or
nonprofit customers. .hus, their services are one siDe fits all : they have a fi6ed and limited
menu and their delivery hours are restricted to their normal hours of operation. atroniDing this
type of business also does not benefit the community directly as does the 1atering )or Iids.
F.J.F romotion #trategy
1atering )or Iids plans to utiliDe a low:cost, low:visibility promotion program because of our
limited ability to grow rapidly in the first year. .his promotion program includes the following
materials.
We have already introduced our service to a number of Lane 1ounty nonprofits via an email
campaign. We plan to continue this campaign as we move closer to launching the business,
keeping potential customers apprised of our development and eventually, of the menu and
services we offer. .hen, once a service contract has been agreed upon with a customer, each
person served during the event receives our thoughtfully prepared marketing information inside
their bo6ed lunch. .his includes a small thank you card, which briefly outlines the goals of our
program. .he benefits that the customer is providing to the larger community are stressed and
our contact information is there for future reference. We will also make use of small promotion
materials such as file cabinet magnets, customiDed pens and printed paper menus.
Ence 1atering )or Iids is successfully serving its internal customers and is ready to e6pand into
our second target market $e6ternal nonprofit events and meetings&, we will undertake a simple
direct mail promotion targeting local nonprofits. .his will likely involve a simple postcard with a
sample menu and an invitation to try our service. .his will be in addition to an ongoing email
campaign.
,n general, our promotions will center on!
Ebservation! meeting attendees e6perience our high:-uality and thoughtfully prepared meal
service.
Qisibility! each lunch bo6 or buffet includes thank you cards, so that our presence and name
is noticed by everyone.
Word of mouth! professionals who use are service tell their colleagues. .hose with friends at
other nonprofits tell them about our service.
1ommunity service public relations! we maintain a good relationship with the local media,
and have received some very flattering and beneficial e6posure in the 1ommunity #ervice
sections of the newspaper and .Q coverage of our other programs. We will look for any
opportunities to publiciDe the 1atering )or Iids program as well.
F.J.2 ErganiDation articipants
.he catering industry is highly fragmented, with numerous small companies serving each
market. .he number of caterers surviving in a market will generally be determined by
population siDe and income level as the majority of caterers focus on special event planning, or
social catering for individual households. )or e6ample, in the CugeneG#pringfield area, there are
over F+ caterers and personal chefs serving the needs of a community of appro6imately
9<+,=++ people. .he CugeneG#pringfield population is e6pected to grow to *>>,=++ by *++2.
However, many of these caterers welcome corporate clients in order to broaden their market.
.here are currently no caterers focusing on the needs of nonprofit organiDations in specific, nor
Page 1)
Catering for !i+s
are there any caterers operating as nonprofits. 1atering )or Iids has the opportunity to fill this
niche.
2.+ #trategy yramid
Eur main strategy is the growth of catering customers. A large customer base provides revenue
and further both goals of operating a self:sustaining business and providing even more part:
time employment for at:risk youth. .his also positions 1atering )or Iids as the caterer of choice
for every nonprofit in CugeneG#pringfield.
.he tactics to grow the customer base are!
9. 'uilding awareness of the 1atering )or IidsLs goals and the benefits of patroniDing our
business.
*. roviding consistently high:-uality meals for internal and e6ternal customers.
J. Effering good value to our customers who are often re-uired to stretch their budgets in
order to serve our community.
Page 1*
Catering for !i+s
rograms to support these tactics are!
9. romotions involving current customers, including various marketing media and thank you
cards inside each and every bo6ed lunch.
*. #ending a uniformed delivery chef $student& with each order for e6ternal customers.
2.9 Qalue roposition
Although 1atering )or Iids will offer high:-uality food at competitive prices, the real benefit of
using our service is knowing that the money a nonprofit is spending is being used not to
improve our bottom line but to improve the lives of at:risk youth in the CugeneG#pringfield
area. Youth from the 1hambers #chool benefit each time a customer books a catering event
with 1atering )or Iids. Youth involved in the program get valuable work e6perience and a
chance to learn real life skills that will help them make a successful transition from school to
work, overcoming the e6ceptional challenges that disenfranchised young people face.
2.* )undraising #trategy
1atering )or Iids is committed to balancing its operating budget and operating on a solid
financial foundation. .hese efforts are based on a mi6ture of revenues from catering events,
fundraising, partnerships with local businesses and charitable gifting. Uust as revenues are
tracked, internal e6penses will be closely monitored.
1atering )or Iids is intentionally emphasiDing the need to reduce reliance on donation:based
revenues and looks toward revenues from catering customers to support the program. ,ndeed,
our goal is to become self:sustaining, involving our students in the process of maintaining a
profitable and competitive entrepreneurial venture that benefits our community. .his is a
considerable challenge, due to the number of local catering competitors, the small siDe of the
program and the unpredictable costs in areas such as food.
2.*.9 )undraising rograms
9. )irst year revenues assume that internal 'right )uture customers will begin using 1atering
)or Iids in Ectober for all catered board, committee and counseling meetings. A sales
increase is anticipated in Becember when 1atering )or Iids may be used to cater company
1hristmas parties.
*. er person pricing of R>.2+ is assumed and is an average number. .his number may be
revised up or down to reflect costs of goods and competitorLs prices.
J. Anticipated donations are based on past donations received from grant:making foundations
for similar 'right )uture school:to:work programs. However, as it is a goal of this program
to become self:sustaining, these funds taper off over the first year as 1atering )or Iids
becomes more financially stable.
2.*.* )unding )orecast
#ales for year one are based on internal 'right )uture clients only. We plan to double this
number in year two as we e6pand our business to serving e6ternal customers, especially other
nonprofits. )inally, in year three, we plan to e6pand to serving the community at large,
including retail customers.
)unding resources primarily come from school district revenues for teaching. A part:time
instructor teaching for three hours a day, four days a week in an afternoon class shift of five to
Page 1-
Catering for !i+s
eight students would provide revenues of appro6imately R>++Gmonth. ,n Uanuary of *++J, we
plan to receive funding from various grants that we are in the process of applying for now. We
have been successful in applying for grants in the past and are very optimistic about receiving
this type of funding in the future. 7evenues brought in for our current daytime culinary arts
curriculum instruction are not included in this calculation as they will continue to be taught with
or without the launch of 1atering )or Iids.
1hart! )unding Konthly
Chart2
)unding by Year
Page 1/
Catering for !i+s
.able! )unding )orecast
Funding Forecast
9ear ( 9ear ! 9ear 4
<nits
orporate 6oxe) lunches 6## ("!## (";##
orporate 6uffet lunches 6## 64# 66!
8rant Fun)in3 (5"### (7"### !#"###
School District Reim6ursement Fun)in3 7"!## 7"!## 7"!##
,otal <nits !4"+## !6"#4# !."66!
<nit 7rices 9ear ( 9ear ! 9ear 4
orporate 6oxe) lunches $6.75 $6.75 $6.75
orporate 6uffet lunches $6.75 $6.75 $6.75
8rant Fun)in3 $(.## $(.## $(.##
School District Reim6ursement Fun)in3 $(.## $(.## $(.##
Fun)in3
orporate 6oxe) lunches $+"#5# $;"(## $(!"(5#
orporate 6uffet lunches $+"#5# $+"!54 $+"+65
8rant Fun)in3 $(5"### $(7"### $!#"###
School District Reim6ursement Fun)in3 $7"!## $7"!## $7"!##
,otal Fun)in3 $4#"4## $46"554 $+4";(5
Direct <nit osts 9ear ( 9ear ! 9ear 4
orporate 6oxe) lunches $!.#4 $!.#4 $!.#4
orporate 6uffet lunches $!.#4 $!.#4 $!.#4
8rant Fun)in3 $#.## $#.## $#.##
School District Reim6ursement Fun)in3 $#.## $#.## $#.##
Direct ost of Fun)in3
orporate 6oxe) lunches $("!(5 $!"+4# $4"6+5
orporate 6uffet lunches $("!(5 $("!76 $("4+#
8rant Fun)in3 $# $# $#
School District Reim6ursement Fun)in3 $# $# $#
Subtotal Direct Cost of Funding $!"+4# $4"7#6 $+".;5
2.J Karketing #trategy
1atering )or Iids strives to be the premier provider of healthy, homemade catered corporate
lunches for nonprofit organiDations.
.he marketing strategy attempts to successfully communicate the uni-ue value the program
offers to customers. .his strategy builds on the focus of high:-uality lunches for catered
meetings to the benefits that at:risk youth student workers gain from involvement in the
program. .he marketing strategy will continue to identify the needs of the corporate market
and to communicate with this audience in the most effective and positive manner possible.
Engoing efforts continually attempt to understand how 1atering )or Iids can maintain the
-uality and integrity of the program within the finite financial resources of customers and the
costs of supplies and labor. .his challenge is increasing. As costs continue to increase in a
number of areas, the demands and e6pectations of the customers do as well. 1atering )or Iids
will constantly work to better our service through improvement and changes in its structure and
implementation. Tuality and efficiency are just two goals of these changes. .he business
manager, culinary arts instructor and 1hambers #chool director play key roles in ensuring that
the 1atering )or Iids continues to grow and succeed.
.he growth strategy is based on continued attention to the -uality of the customerLs e6perience
in conjunction with identifying opportunities to e6pand the student participation in the program.
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Catering for !i+s
)uture changes in key areas, such as the facilities used for food preparation as our customer
base grows will present considerable challenges for all aspects of the program.
2.J.9 Bistribution #trategy
.he distribution strategy for 1atering )or Iids is!
.imely delivery of catered lunches.
)resh meals whose -uality has not been diminished by time in transit.
rioritiDation of wholesale grocery suppliers, such as 1ostco Wholesale, who offer free
delivery in order to make the best use of labor hours.
2.J.* Karketing rograms
Eur most important marketing program is preparation of the meals itself, along with thoughtful
presentation that consistently e6ceeds our customersL e6pectations. .he business manager will
be responsible for ensuring that these objectives are met, with a milestone date of the 92th of
Ectober, *++J. .his program is intended to cultivate and grow our customer base as well as
give student workers an opportunity to see the inner workings of an entrepreneurial venture.
Achievement should be measured by the slow but steady growth of our customer base and the
ability to break even in the second year of operation.
2.J.J ositioning #tatement
1atering )or Iids offers a uni-ue opportunity for nonprofit corporate customers to support at:
risk youth in their community by purchasing products and services that they already purchase
regularly. ,n this way, 1atering for IidsL customersL needs are met for catered events and
meetings and CugeneG#pringfieldLs disadvantaged youth are given the opportunity to learn
valuable skills and gain entrepreneurial work e6perience before they have even graduated from
high school.
2.J.F ricing #trategy
'ecause of the competitive local catering market, we walk a fine line in pricing our meals. .hey
cannot be so e6pensive that we are competing with high:end caterers who have professional
chefs planning their menus, but at the same time we must cover our operating e6penses,
overhead and pay for our small staff. Eur ready pool of trained student workers, who will be
reimbursed primarily through school district stipends, will help keep our prices lower than our
competitors.
Eur bo6ed lunches will be competitively priced with the middle:range priced caterers in town
with each bo6 priced at appro6imately R>.2+, including a beverage. Eur buffet style lunches will
be priced at appro6imately R>.2+ per person including a beverage. We will charge a small
delivery fee for parties smaller than eight people. Beliveries will be made by one paid staff
person, accompanied by a rotating student worker in a complete chefLs uniform.
2.F 1ompetitive Cdge
1atering )or Iids has the ability to provide internal and e6ternal customers with high:-uality
catered business lunches year round at competitive pricing while providing a valuable service to
the community. We are able to provide this value because we have a pre:trained workforce :
students of the 'right )uture 1hambers #chool and #afe S #ound Youth roject. .hese students
Page 13
Catering for !i+s
are enrolled in the culinary arts program and have training in commercial food preparation and
have food handlerLs cards. .his work e6perience will provide students with transferable skills
that help facilitate their transition from school to work and provide an e6cellent public relations
position for 1atering )or Iids. .he instructor of the culinary arts program is an e6perienced
restaurateur who will bring practical business management know:how to the business and
serves as a role model to the students in the program.
As our organiDation is a school, which e6periences a constant flow of students through its
classes, the workforce of 1atering )or Iids will be constantly changing as well. .his presents a
challenge to the permanent staff to maintain the same high levels of customer service and
-uality that our customers demand, despite having an entirely new staff every nine weeks.
However, we are confident that our teachers and staff members are committed to the success
of this project. ,n addition, each class of students is -uite small, which allows ade-uate
supervision and -uality control over the products created.
2.2 #trategic Alliances
We would not e6ist without the #afe S #ound Youth roject and other organiDations, which
were instrumental in the planning of this endeavor. 1atering )or Iids has alliances with the
following businesses and organiDations that have provided volunteer hours to assist in the
launch of this project!
La etite 1roissant 'akery
1ollege 1ity 1offee
Tuick:C:Kart
Levi #traus S 1o.
Cugene #afe Iids roject
Lane 1ommunity 1ollege 1ulinary Arts rogram
,n the future, these organiDations will continue to contribute to the success of this endeavor by
providing ongoing consulting and possible product discounts to 1atering )or Iids.
Page 20
Catering for !i+s
2.> Kilestones
.he accompanying table lists important program milestones, with dates and managers in
charge, and budgets for each. .he milestone schedule indicates our emphasis on planning for
implementation.
What the table doesnLt show is the commitment behind it. Eur business plan includes complete
provisions for plan:vs.:actual analysis, and we will be holding follow:up meetings every month
to discuss the variance and course corrections.
.able! Kilestones
Milestones
=ilestone Start Date En) Date Bu)3et =ana3er Department
Business plan 7>(>!##! .>4#>!##! $+"5## Saffron =ulla1 onsultant
ommercial &itchen certification ;>(>!##! .>(>!##! $75 hrist1 Smith Director
20erhaul culinar1 arts sche)ule ;>(>!##! .>(>!##! $# =onica ?raft ulinar1 -rts
Hire part-time 6usiness mana3er ;>(>!##! .>(>!##! $(!"### hrist1 Smith Director
Bu1 foo) supplies ;>(>!##! .>(>!##! $!"### =onica ?raft ulinar1 -rts
Bu1 equipment (#>(>!##! (#>(5>!##! $(## =onica ?raft ulinar1 -rts
reate entrepreneurial curriculum (#>(>!##! (#>4(>!##! $# hrist1 Smith Director
7rintin3 of mar&etin3 materials (#>(>!##! (#>4(>!##! $655 hrist1 Smith Director
Totals $(."44#
1hart! Kilestones
Page 21
Catering for !i+s
>.+ Web lan #ummary
.he 1atering )or Iids website will be the virtual business card and portfolio for the company, as
well as its online Nhome.N As part of the 'right )uture homepage, the 1atering )or Iids website
will feature our complete menu as well as our mission and student success stories. Although the
site will not be interactive for ordering catering, this is an option we may e6plore in the future
as demand re-uires. )or now, the 1atering )or IidsL homepage will be one more way to let our
customers know how their business is helping at:risk youth and the community as a whole.
>.9 Website Karketing #trategy
Eur website address will be included on a variety of printed marketing materials, including our
bo6ed lunch thank you cards and menus. 'y visiting the site, our customers can view our most
recent menus and can read the success stories of our students as they graduate from the
1hambers #choolLs culinary arts program and find employment in the community.
>.* Bevelopment 7e-uirements
.he 1atering )or Iids website will be initially developed with few technical resources. A page
will simply be added to the e6isting 'right )uture Youth #ervices website
$www.brightfutureservices.org& and the current 'right )uture website manager will provide the
technical back end.
1atering )or Iids will work with this website manager to develop a simple, classy, focused site.
Eur team will work with a graphic artist to come up with the website logo, and the website
graphics that represent the 1atering )or Iids though each page will also include the 'right
)uture logo.
.he maintenance of the site will be done by the 'right )uture itself however responsibility for
ensuring that the site remains updated with current menus and other information will be the
responsibility of the 1atering )or Iids business manager.
=.+ Kanagement #ummary
.he initial management team consists of the director of the 1hambers #chool and the schoolLs
culinary arts instructor. A part:time business manager will also be hired who is able to instruct
an afternoon shift of students in culinary arts and who will manage the 1atering )or Iids
business. Additional staff will come from the culinary arts programs itself, consisting of five to
ten trained high school age students with food handlerLs cards and a sincere interest in the food
and hospitality services industry. A board of advisory volunteers will assist the management
team in making decisions regarding the operation of the business.
=.9 ErganiDational #tructure
Eur organiDation is led by the director with the instructor$s& reporting directly to this director. A
volunteer advisory board offers a broad range social services e6pertise and years of business
e6perience to the team.
Page 22
Catering for !i+s
=.* Kanagement .eam
1hristy #mith, the director of the 1hambers #chool and 1areer 1enter, holds an K# in
counseling from the Aniversity of Ehio and has been employed with 'right )uture for the past
*F years. #he has over J+ years e6perience in working with at:risk youth and 9> years in
program management including! personnel, grant writing, fiscal management, contract
compliance, public relations and daily operations.
Konica Iraft, the head of the culinary arts program at the 1hambers #chool and 1areer 1enter
has over *J years of restaurant business ownership e6perience. While she currently owns La
e-uena .a-ueria, a successful food booth that has been serving the Cugene #aturday Karket
for *J years, she has also owned a catering business and cafe and was a founding member of
the Ieystone 7estaurant, a fi6ture in Cugene since 9<;9. #he received her teaching credentials
at Iansas #tate Aniversity in 9<== and has been teaching the curriculum she developed for the
1hambers #chool since Uanuary *++*.
.he Qolunteer #teering 1ommittee consists of seven talented members of the
CugeneG#pringfield business and education communities. 1ombined, they bring years over 22
years of business e6perience, including two K'As, to the table. .hese volunteers are dedicated
to the success of the 1atering )or Iids and to ensuring that our area youth get the
opportunities they deserve.
=.J Kanagement .eam Maps
.he remaining position is that of business managerGculinary arts instructor for the 1atering )or
Iids. .his part:time position will be funded by a grant and has not yet been filled. 'eginning in
August, we will begin accepting applications for this position. Like other instructors in culinary
arts at the 1hambers #chool, the ideal candidate will have e6perience teaching youth and
successfully operating an entrepreneurial venture from start:up to e6pansion, demonstrating an
ability to manage growth in a competitive environment.
=.F ersonnel lan
.he director of the 1atering )or Iids is employed by the 1hambers #chool and 1areer 1enter
and therefore, her salary is not included in our budget. Likewise, the head of the culinary arts
program is also employed under the auspices of 1hambers #chool and her salary is also
omitted.
.he student workers, on the other hand, are paid through the 1atering )or Iids and their wages
are included in this budget. However, as these workers are students who are receiving high
school credit for their work, their wages are partially offset by public school district
reimbursement.
)inally, the only position that is fully included in the 1atering )or Iids budget is that of the part:
time business managerGculinary arts instructor. .his position is responsible for teaching
appro6imately three youths in the afternoon shift and in the remaining hours of their shift, in
managing the finances, marketing, menus and inventory related to 1atering )or Iids. ,t is the
goal of the 1atering )or Iids to include this salary in its budget and still become a self:
sustaining enterprise.
Page 2"
Catering for !i+s
.able! ersonnel
Personnel Plan
9ear ( 9ear ! 9ear 4
=ana3er>/nstructor $(6";## $(7"6+# $(;"5!!
Stu)ents>@or&ers $7"!## $7"!## $7"!##
5ame or ,itle $# $# $#
2ther $# $# $#
,otal 7eople # # #
Total Payroll $!+"### $!+";+# $!5"7!!
;.+ )inancial lan
.he 1atering )or Iids will finance growth through cash flow, grants and school district
revenues. We recogniDe that this means we will have to grow more slowly than we might like
but that no borrowing is necessary.
;.9 ,mportant Assumptions
.he financial plan depends on important assumptions, most of which are shown in the following
table. .he key underlying assumptions are!
We assume direct food costs will be e-ual to or less than J+3 of total direct costs.
We assume a slow:growth economy, without major recession or crisis in food
contamination.
We assume that there are no unforeseen changes in government grant funding availability.
We assume a continued interest in restaurant and hospitality services by students of the
1hambers #chool. ,t has proved to be a highly popular program in the past and we have no
reason to believe this situation will change.
We assume a continued interest in using catering services by organiDations and businesses
in the CugeneG#pringfield area.
.able! Meneral Assumptions
General Assumptions
9ear ( 9ear ! 9ear 4
7lan =onth ( ! 4
urrent /nterest Rate (#.##: (#.##: (#.##:
$on3-term /nterest Rate (#.##: (#.##: (#.##:
,ax Rate #.##: #.##: #.##:
Other # # #
;.* Iey )inancial ,ndicators
.he following benchmark chart indicates our key financial indicators for the first three years. We
foresee slow but steady growth in demand for our services and conse-uent increase in
operating e6penses. Buring year one, 1atering )or Iids will serve its internal market only, as
we ramp up to serving the e6ternal market in year two.
Page 2)
Catering for !i+s
1hart! 'enchmarks
;.J 'reak:even Analysis
Eur break:even analysis is based on the ongoing costs we incur to keep 1atering )or Iids
running. )i6ed costs including the overhead for use of the commercial kitchen, utilitiesGcontract
services, payroll, and marketing costs. .he payroll cost includes the salary for one permanent
part:time staff person who will manage the operation of the catering business as well as
instruct the student workers for the entrepreneurship portion of the curriculum. Karketing
e6penses will be kept to a minimum, primarily employing word:of:mouth and other ine6pensive
means. Eur assumptions on the average unit revenue are based on the average price we will
charge for our corporate bo6ed lunch, however this is not the only product that will be offered
by 1atering )or Iids. .he result of this analysis offers general insight regarding the number of
bo6ed lunches we must sell in order to maintain uninterrupted operation of the catering
business each month.
Page 2*
Catering for !i+s
.able! 'reak:even Analysis
Break-even Analysis
=onthl1 <nits Brea&-e0en !"555
=onthl1 Re0enue Brea&-e0en $4"4#;
-ssumptionsA
-0era3e 7er-<nit Re0enue $(.!.
-0era3e 7er-<nit Baria6le ost $#.(#
Estimated Monthly Fixed Cost $4"#+4
1hart! 'reak:even Analysis
;.F rojected #urplus or Beficit
.he surplus indicates positive revenues flowing into the 1atering )or Iids. C6penses will be
minimal as we are able to rely on e6isting resources, including e-uipment and staff.
Page 2-
Catering for !i+s
1hart! #urplus Konthly
1hart! #urplus Yearly
Page 2/
Catering for !i+s
1hart! Mross #urplus Konthly
1hart! Mross #urplus Yearly
Page 21
Catering for !i+s
.able! #urplus and Beficit
Surplus and Deficit
9ear ( 9ear ! 9ear 4
Fun)in3 $4#"4## $46"554 $+4";(5
Direct ost $!"+4# $4"7#6 $+".;5
2ther 7ro)uction Expenses $# $# $#
,otal Direct ost $!"+4# $4"7#6 $+".;5
8ross Surplus $!7";7# $4!";+7 $4;";4(
8ross Surplus : .(..;: ;..;6: ;;.6!:
Expenses
7a1roll $!+"### $!+";+# $!5"7!!
Sales an) =ar&etin3 an) 2ther 2peratin3 Expenses $655 $# $#
Depreciation $# $# $#
$ease) Equipment $# $# $#
<tilities $+++ $# $#
7a1roll ,axes $.; $# $#
ommercial ?itchen <se 20erhea) $(#"7(6 $# $#
=iscellaneous $6## $# $#
,otal 2peratin3 Expenses $46"5(4 $!+";+# $!5"7!!
Surplus Before /nterest an) ,axes %$;"6+4' $;"##7 $(4"(#.
EB/,D- %$;"6+4' $;"##7 $(4"(#.
/nterest Expense $# $# $#
,axes /ncurre) $# $# $#
5et Surplus %$;"6+4' $;"##7 $(4"(#.
et Sur!lus"Funding -!;.54: !(..#: !...!:
Page 23
Catering for !i+s
;.2 rojected 1ash )low
1ash flow projections are critical to 1atering )or IidsL success. .he monthly cash flow is shown
in the illustration, with one bar representing the cash flow per month, and the other the
monthly cash balance. .he annual cash flow figures are included here and the more important
detailed monthly numbers are included in the appendi6.
.able! 1ash )low
Pro Forma Cash Flo
9ear ( 9ear ! 9ear 4
ash Recei0e)
ash from 2perations
ash Fun)in3 $!7"!7# $4!";.7 $4."+4+
ash from Recei0a6les $!"77. $4"6#+ $+"4!(
Su6total ash from 2perations $4#"#+. $46"5#( $+4"755
-))itional ash Recei0e)
Sales ,ax" B-," HS,>8S, Recei0e) $# $# $#
5e* urrent Borro*in3 $# $# $#
5e* 2ther $ia6ilities %interest-free' $# $# $#
5e* $on3-term $ia6ilities $# $# $#
Sales of 2ther urrent -ssets $# $# $#
Sales of $on3-term -ssets $# $# $#
5e* /n0estment Recei0e) $# $# $#
Su6total ash Recei0e) $4#"#+. $46"5#( $+4"755
Expen)itures 9ear ( 9ear ! 9ear 4
Expen)itures from 2perations
ash Spen)in3 $!+"### $!+";+# $!5"7!!
Bill 7a1ments $(+"566 $5"+64 $5"!;+
Su6total Spent on 2perations $4;"566 $4#"4#4 $4("##6
-))itional ash Spent
Sales ,ax" B-," HS,>8S, 7ai) 2ut $# $# $#
7rincipal Repa1ment of urrent Borro*in3 $# $# $#
2ther $ia6ilities 7rincipal Repa1ment $# $# $#
$on3-term $ia6ilities 7rincipal Repa1ment $# $# $#
7urchase 2ther urrent -ssets $# $# $#
7urchase $on3-term -ssets $# $# $#
Di0i)en)s $# $# $#
Su6total ash Spent $4;"566 $4#"4#4 $4("##6
5et ash Flo* %$;"5(7' $6"(.; $(!"7+.
Cash #alance $6".4! $(4"(4# $!5";7.
Page "0
Catering for !i+s
1hart! 1ash
Page "1
Catering for !i+s
;.> rojected 'alance #heet
C-uipment in kitchen is not included in current assets as they are the property of the lessor.
Any depreciation will be accounted for in that partyLs accounting records.
.able! 'alance #heet
Pro Forma Balance Sheet
9ear ( 9ear ! 9ear 4
-ssets
urrent -ssets
ash $6".4! $(4"(4# $!5";7.
-ccounts Recei0a6le $!5( $4#! $464
/n0entor1 $57# $("7;+ $!"((6
2ther urrent -ssets $# $# $#
,otal urrent -ssets $7"754 $(5"!(7 $!;"45;
$on3-term -ssets
$on3-term -ssets $# $# $#
-ccumulate) Depreciation $# $# $#
,otal $on3-term -ssets $# $# $#
,otal -ssets $7"754 $(5"!(7 $!;"45;
$ia6ilities an) apital 9ear ( 9ear ! 9ear 4
urrent $ia6ilities
-ccounts 7a1a6le $.+7 $+#+ $+47
urrent Borro*in3 $# $# $#
2ther urrent $ia6ilities $# $# $#
Su6total urrent $ia6ilities $.+7 $+#+ $+47
$on3-term $ia6ilities $# $# $#
,otal $ia6ilities $.+7 $+#+ $+47
7ai)-in apital $4#"### $4#"### $4#"###
-ccumulate) Surplus>Deficit %$(+"55(' %$!4"(.+' %$(5"(;;'
Surplus>Deficit %$;"6+4' $;"##7 $(4"(#.
,otal apital $6";#6 $(+";(4 $!7".!(
,otal $ia6ilities an) apital $7"754 $(5"!(7 $!;"45;
et $orth $6";#6 $(+";(! $!7".!(
;.= #tandard 7atios
#tandard business ratios, based on the 5A,1# code =**J*+, 1aterers are included in the table
for comparison. .he ratios show a plan for balanced, healthy operations.
Page "2
Catering for !i+s
.able! 7atios
!atio Analysis
9ear ( 9ear ! 9ear 4 /n)ustr1 7rofile
Fun)in3 8ro*th n.a. !#.6+: (..;7: 6.6(:
7ercent of ,otal -ssets
-ccounts Recei0a6le 4.!4: (...: (.!;: 5.65:
/n0entor1 7.45: ((.7!: 7.+6: 4.4+:
2ther urrent -ssets #.##: #.##: #.##: 46.4;:
,otal urrent -ssets (##.##: (##.##: (##.##: +5.47:
$on3-term -ssets #.##: #.##: #.##: 5+.64:
,otal -ssets (##.##: (##.##: (##.##: (##.##:
urrent $ia6ilities (!.!!: !.66: (.5+: (;.5+:
$on3-term $ia6ilities #.##: #.##: #.##: !4.+#:
,otal $ia6ilities (!.!!: !.66: (.5+: +(..+:
5et @orth ;7.7;: .7.4+: .;.+6: 5;.#6:
7ercent of Fun)in3
Fun)in3 (##.##: (##.##: (##.##: (##.##:
8ross Surplus .(..;: ;..;6: ;;.6!: +;.;.:
Sellin3" 8eneral C -)ministrati0e Expenses (5.+.: ((.7+: ..64: !5.#4:
-)0ertisin3 Expenses ;.#.: 6.+;: 5.+!: !.5!:
Surplus Before /nterest an) ,axes -!;.54: !(..#: !...!: (.7#:
=ain Ratios
urrent ;.(; 47.64 6+.;. (.#.
Duic& 7.5; 44.!! 6#.#5 #.6.
,otal De6t to ,otal -ssets (!.!!: !.66: (.5+: 5(.64:
7re-tax Return on 5et @orth -(!7.##: 5+.#5: +6..5: 5.;+:
7re-tax Return on -ssets -(((.+;: 5!.6!: +6.!4: (!.#6:
-))itional Ratios 9ear ( 9ear ! 9ear 4
5et Surplus =ar3in -!;.54: !(..#: !...!: n.a
Return on Equit1 -(!7.##: 5+.#5: +6..5: n.a
-cti0it1 Ratios
-ccounts Recei0a6le ,urno0er (!.#; (!.#; (!.#; n.a
ollection Da1s 5. !; !; n.a
/n0entor1 ,urno0er 4.(7 4.(5 !.56 n.a
-ccounts 7a1a6le ,urno0er (6.4; (!.(7 (!.(7 n.a
7a1ment Da1s !7 5# !. n.a
,otal -sset ,urno0er 4..( !.+# (.55 n.a
De6t Ratios
De6t to 5et @orth #.(+ #.#4 #.#! n.a
urrent $ia6. to $ia6. (.## (.## (.## n.a
$iqui)it1 Ratios
5et @or&in3 apital $6";#6 $(+";(! $!7".!( n.a
/nterest o0era3e #.## #.## #.## n.a
-))itional Ratios
-ssets to Fun)in3 #.!6 #.+! #.65 n.a
urrent De6t>,otal -ssets (!: 4: !: n.a
-ci) ,est 7.4! 4!.+7 5..!! n.a
Fun)in3>5et @orth +.+5 !.+7 (.57 n.a
Di%idend Payout #.## #.## #.## n.a
Page ""
0((en+ix
.able! )unding )orecast
Funding Forecast
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Units
Corporate boxed lunches 0% 50 50 50 50 50 50 50 50 50 50 50 50
Corporate buet lunches 0% 50 50 50 50 50 50 50 50 50 50 50 50
!rant "undin# 0% 0 0 0 15$000 0 0 0 0 0 0 0 0
%chool &istrict 'ei(burse(ent "undin# 0% 600 600 600 600 600 600 600 600 600 600 600 600
)otal Units 700 700 700 15$700 700 700 700 700 700 700 700 700
Unit *rices Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Corporate boxed lunches +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75
Corporate buet lunches +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75 +6,75
!rant "undin# +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00
%chool &istrict 'ei(burse(ent "undin# +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00 +1,00
"undin#
Corporate boxed lunches +338 +338 +338 +338 +338 +338 +338 +338 +338 +338 +338 +338
Corporate buet lunches +338 +338 +338 +338 +338 +338 +338 +338 +338 +338 +338 +338
!rant "undin# +0 +0 +0 +15$000 +0 +0 +0 +0 +0 +0 +0 +0
%chool &istrict 'ei(burse(ent "undin# +600 +600 +600 +600 +600 +600 +600 +600 +600 +600 +600 +600
)otal "undin# +1$275 +1$275 +1$275 +16$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275
&irect Unit Costs Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Corporate boxed lunches 0,00% +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03
Corporate buet lunches 0,00% +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03 +2,03
!rant "undin# 0,00% +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00
%chool &istrict 'ei(burse(ent "undin# 0,00% +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00 +0,00
&irect Cost o "undin#
Corporate boxed lunches +101 +101 +101 +101 +101 +101 +101 +101 +101 +101 +101 +101
Corporate buet lunches +101 +101 +101 +101 +101 +101 +101 +101 +101 +101 +101 +101
!rant "undin# +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%chool &istrict 'ei(burse(ent "undin# +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
Subtotal Direct Cost of Funding +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203
Page 1
0((en+ix
.able! ersonnel
Personnel Plan
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Mana#er-.nstructor 0% +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400 +1$400
%tudents-/or0ers 0% +600 +600 +600 +600 +600 +600 +600 +600 +600 +600 +600 +600
1a(e or )itle 0% +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
2ther 0% +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal *eople 0 0 0 0 0 0 0 0 0 0 0 0
Total Payroll +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000
Page 2
0((en+ix
.able! Meneral Assumptions
General Assumptions
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
*lan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current .nterest 'ate 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00%
3on#4ter( .nterest 'ate 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00% 10,00%
)ax 'ate 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00% 0,00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page "
0((en+ix
.able! #urplus and Beficit
Surplus and Deficit
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
"undin# +1$275 +1$275 +1$275 +16$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275
&irect Cost +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203
2ther *roduction 5xpenses +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal &irect Cost +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203 +203
!ross %urplus +1$073 +1$073 +1$073 +16$073 +1$073 +1$073 +1$073 +1$073 +1$073 +1$073 +1$073 +1$073
!ross %urplus % 84,12% 84,12% 84,12% 98,76% 84,12% 84,12% 84,12% 84,12% 84,12% 84,12% 84,12% 84,12%
5xpenses
*a6roll +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000
%ales and Mar0etin# and 2ther
2peratin# 5xpenses
+655 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
&epreciation +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
3eased 57uip(ent +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
Utilities +37 +37 +37 +37 +37 +37 +37 +37 +37 +37 +37 +37
*a6roll )axes 15% +98 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
Co((ercial 8itchen Use 29erhead 15% +893 +893 +893 +893 +893 +893 +893 +893 +893 +893 +893 +893
Miscellaneous +50 +50 +50 +50 +50 +50 +50 +50 +50 +50 +50 +50
)otal 2peratin# 5xpenses +3$733 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980 +2$980
%urplus :eore .nterest and )axes ;+2$661< ;+1$908< ;+1$908< +13$093 ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908<
5:.)&= ;+2$661< ;+1$908< ;+1$908< +13$093 ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908<
.nterest 5xpense +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)axes .ncurred +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
1et %urplus ;+2$661< ;+1$908< ;+1$908< +13$093 ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908< ;+1$908<
Net Surplus/Funding 4208,69% 4149,61% 4149,61% 80,45% 4149,61% 4149,61% 4149,61% 4149,61% 4149,61% 4149,61% 4149,61% 4149,61%
Page )
0((en+ix
.able! 1ash )low
Pro Forma Cash Flow
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash 'ecei9ed
Cash ro( 2perations
Cash "undin# +1$148 +1$148 +1$148 +14$648 +1$148 +1$148 +1$148 +1$148 +1$148 +1$148 +1$148 +1$148
Cash ro( 'ecei9ables +0 +4 +128 +128 +178 +1$578 +128 +128 +128 +128 +128 +128
%ubtotal Cash ro( 2perations +1$148 +1$152 +1$275 +14$775 +1$325 +2$725 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275
=dditional Cash 'ecei9ed
%ales )ax$ >=)$ ?%)-!%) 'ecei9ed 0,00% +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
1e@ Current :orro@in# +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
1e@ 2ther 3iabilities ;interest4ree< +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
1e@ 3on#4ter( 3iabilities +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%ales o 2ther Current =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%ales o 3on#4ter( =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
1e@ .n9est(ent 'ecei9ed +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%ubtotal Cash 'ecei9ed +1$148 +1$152 +1$275 +14$775 +1$325 +2$725 +1$275 +1$275 +1$275 +1$275 +1$275 +1$275
5xpenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
5xpenditures ro( 2perations
Cash %pendin# +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000 +2$000
:ill *a6(ents +91 +2$675 +980 +1$013 +1$947 +980 +980 +980 +1$013 +1$947 +980 +980
%ubtotal %pent on 2perations +2$091 +4$675 +2$980 +3$013 +3$947 +2$980 +2$980 +2$980 +3$013 +3$947 +2$980 +2$980
=dditional Cash %pent
%ales )ax$ >=)$ ?%)-!%) *aid 2ut +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
*rincipal 'epa6(ent o Current :orro@in# +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
2ther 3iabilities *rincipal 'epa6(ent +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
3on#4ter( 3iabilities *rincipal 'epa6(ent +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
*urchase 2ther Current =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
*urchase 3on#4ter( =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
&i9idends +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%ubtotal Cash %pent +2$091 +4$675 +2$980 +3$013 +3$947 +2$980 +2$980 +2$980 +3$013 +3$947 +2$980 +2$980
1et Cash "lo@ ;+944< ;+3$523< ;+1$705< +11$762 ;+2$622< ;+255< ;+1$705< ;+1$705< ;+1$738< ;+2$672< ;+1$705< ;+1$705<
Cash Balance +14$505 +10$982 +9$277 +21$039 +18$417 +18$162 +16$457 +14$752 +13$014 +10$342 +8$637 +6$932
Page *
0((en+ix
.able! 'alance #heet
Pro Forma Balance Sheet
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
=ssets %tartin# :alances
Current =ssets
Cash +15$449 +14$505 +10$982 +9$277 +21$039 +18$417 +18$162 +16$457 +14$752 +13$014 +10$342 +8$637 +6$932
=ccounts 'ecei9able +0 +128 +251 +251 +1$751 +1$701 +251 +251 +251 +251 +251 +251 +251
.n9entor6 +0 +798 +595 +393 +1$190 +988 +785 +583 +380 +1$178 +975 +773 +570
2ther Current =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal Current =ssets +15$449 +15$430 +11$828 +9$921 +23$980 +21$106 +19$198 +17$291 +15$383 +14$442 +11$568 +9$661 +7$753
3on#4ter( =ssets
3on#4ter( =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
=ccu(ulated &epreciation +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal 3on#4ter( =ssets +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal =ssets +15$449 +15$430 +11$828 +9$921 +23$980 +21$106 +19$198 +17$291 +15$383 +14$442 +11$568 +9$661 +7$753
3iabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Current 3iabilities
=ccounts *a6able +0 +2$642 +947 +947 +1$914 +947 +947 +947 +947 +1$914 +947 +947 +947
Current :orro@in# +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
2ther Current 3iabilities +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
%ubtotal Current 3iabilities +0 +2$642 +947 +947 +1$914 +947 +947 +947 +947 +1$914 +947 +947 +947
3on#4ter( 3iabilities +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0 +0
)otal 3iabilities +0 +2$642 +947 +947 +1$914 +947 +947 +947 +947 +1$914 +947 +947 +947
*aid4in Capital +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000 +30$000
=ccu(ulated %urplus-&eicit ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551< ;+14$551<
%urplus-&eicit +0 ;+2$661< ;+4$568< ;+6$476< +6$617 +4$709 +2$802 +894 ;+1$013< ;+2$921< ;+4$828< ;+6$736< ;+8$643<
)otal Capital +15$449 +12$788 +10$881 +8$973 +22$066 +20$158 +18$251 +16$343 +14$436 +12$528 +10$621 +8$713 +6$806
)otal 3iabilities and Capital +15$449 +15$430 +11$828 +9$921 +23$980 +21$106 +19$198 +17$291 +15$383 +14$442 +11$568 +9$661 +7$753
Net Worth +15$449 +12$788 +10$881 +8$973 +22$066 +20$158 +18$251 +16$343 +14$436 +12$528 +10$621 +8$713 +6$806
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